Engineering Supervisor Research Articles

Stress Level on the Organization of Woman Engineering Supervisors of Selected Electronics Manufacturing Industry in Laguna

Stress Level on the Organization of Woman Engineering Supervisors of Selected Electronics Manufacturing Industry in Laguna

The dilemma of determining the superiority of data mining models: optimal sampling balance and end users’ perspectives matter

This work pinpoints two main understated issues in landslide susceptibility modeling: (1) how assumptions regarding data sampling balances can significantly affect models’ performances and (2) how different modeling perspectives and, in particular, craving for specific attributes in the models can considerably influence the sieving process of the models. Three data mining models and their two-mode ensembles were selected as the basis of our experiment, namely, support vector machine (SVM), maximum entropy (MaxEnt), the ensemble of the adaptive neuro-fuzzy inference system and the imperialistic competitive algorithm (ANFIS-ICA), and their addition/multiplicity ensemble modes (WAE and WME). Further, we imitated four community groups and the main goals they aspire, namely, a speculative builder or a financial risk analyst (seeking the highest economic opportunities), people or NGOs (seeking the lowest human casualties and economic losses), the government (seeking a trade-off between the two latter goals), and a mechanical engineering supervisor (seeking the most robust and stable model design). Results revealed that, in contrast to some assumptions made by several researchers in different literature, the 70:30% partitioned training/validation samples would not give satisfactory results in our study area but, instead, 60:40% partition seems to be a good trade-off for the models’ learning and prediction powers. Moreover, the area under the receiver operating characteristic (AUROC) curves suggested that the hybrid of ANFIS-ICA shows excellent results compared with its counterparts. Regarding the model selection stage at the optimal sample balance of 60:40%, it was conceived that although the WME model showed the lowest error type II (false negative) in both training and validation stages, it manifested the highest error type I (false positive) while other models placed somewhere in between. Conversely, the WAE outperformed other models in terms of the lowest error type I. Further, the robustness analysis suggested that SVM and MaxEnt models can provide more stable results compared with their counterparts. Hence, in the process of model selection, perspectives matter the most as there is no one model that performs best for every problem.

Drilling Change Requires Changing Drillers

There is a lot of buzz about digital data and analytics changing drilling, and far less talk about teaching those who drill the wells how to deliver on that promise. That looks like a major oversight to Kevin Krausert, the chief executive officer of Beaver Drilling. “Our industry is trying to figure out how we can engineer the humans out of this change. And we need to be thinking about how we put the humans in charge of engineering this change,” Krausert said. His critique was delivered during a panel discussion at this year’s SPE/IADC Drilling Conference and Exhibition. The head of the small Canadian drilling company argued that the value of digital- and data-driven change will depend on whether workers skilled at running a mechanical system are prepared to lead teams finding way to use digital tools to drill more productively. To try to back up that claim, Beaver created a 2-year program in partnership with the University of Calgary to create the Avatar program to prepare students ranging from roughnecks to drilling managers for digital change. The notion that an employee for a drilling contractor who may never have gone to college is the point person for drilling innovation is counterintuitive. But experience with drilling improvement programs has found that the ones on the rigs play a critical role. “The fundamental shift has to be in the•mindset of the guys who are right there in the thick of it. They are the ones affecting the change; they are the ones who can lead the movement,” said Jennifer Zieglgansberger, an executive coach in Calgary who partnered with Beaver to create Avatar. People-Driven Change Beaver’s story is one of four examples of worker-centered innovation efforts in the oil industry. Occidental Petroleum has slashed drilling costs using a flood of data from wired drilling pipe. The key to doing so was the teamwork on that rig, and others nearby, to systematically improve performance (SPE 194093). Advanced technology provided an unusually detailed picture for a crew “systematically engaging the rig in identifying opportunities for improvement and using engineering design to make continuous improvements that can be used anywhere,” said Molly Giltner, a senior drilling engineering supervisor at Occidental, who delivered a paper on the project at the drilling conference. “People can do it, they just need the information,” said Giltner, the project leader. “They need to be told they can change things. Motivating people makes a huge difference. We do not talk about that a lot as engineers and they do not talk about that in school.” Corva has grown rapidly due to the strong demand for its real-time data and analysis system. In a year, it has gone from a couple of rigs equipped with its drilling advisory system to 250 rigs and 35 clients by September, said Ryan Dawson, chief executive officer of Corva.

PhD topic arrangement in ‘D’iscourse communities of engineers and social sciences/humanities

This article is the result of a grounded theory investigation into the ways PhD topics are assigned by supervisors in engineering and selected by students in the social sciences/humanities in UK universities, broadly referred to as ‘topic arrangement’, which can be regarded as one aspect of academic socialisation into academic Discourse communities. Interview data was collected from thirteen Iranian PhD students studying in different UK universities and six of their supervisors during 2000–2001. One further interview was conducted with a professor of sociology. The interviews were transcribed, thematically coded, and analysed using NUD.IST. The results show that PhD students themselves often select PhD topics in the social sciences/humanities, whereas PhD topics are often assigned to PhD students by engineering supervisors. The reason for this difference in practice between these two fields seems to stem from different ideologies on what constitutes a PhD across disciplines, as well as funded projects, which are more likely to be available to engineering supervisors and students. Throughout the paper, a modest attempt has been made to draw the attention of EAP practitioners to a redefinition of the concept of Discourse with a big ‘D’, which includes linguistic and non-linguistic aspects of advanced academic literacy.

Effective communication and supervision in the biomedical engineering department.

It is important for biomedical engineering supervisors to master the art of effective communication. Supervisors who have effective communication skills can successfully initiate creative programs and generate a harmonious working atmosphere. Using effective communication, they can promote good working conditions, such as high morale, worker initiative and loyalty to the department, which are almost impossible to measure but imperative for a successful department. However, effective communication tends to be neglected by supervisors who are either functional specialists or managerial generalists. This paper presents several cases of what effective communication truly is and discusses some potential factors that may lead to ineffective communication.

Continuous Improvement: A "Win ... Win" Process

Abstract Implementing a Continuous Improvement (CI) process within PanCanadian's oil and gas production operations might have been a simple assignment if one were not also trying to caprure the hearts and imaginations of the people in a changing work environment. Meeting the challenge is resulting in big payoffs to both the organization and its people. This paper discusses the plan used within the Company's Production Division to successfully introduce the CI process. A brief insight is provided on the process philosophy, with emphasis placed on the planning, training and coaching used to launchhe process. Also reviewed at length are the impediments to change and the challenges faced when changing ::m organization's culture. In a CI work environment, the supervisor's traditional role changes from one of monitoring and controlling [0 one of inspiring motivating and leading people by communicating a clear vision_ Employees at all levels in the work environment are organized into teams and armed with a good working knowledge of the problem-solving tools which allow them to pursue and implement improvement initiatives. The outcome of the process is an ongoing "win ... win" situation for both the Company and its people. Employees are gainingore trust, eliminating job irritants and enjoying their work more in a team environment. The Company is winning through increased production improved safety and reduced operating expenses, thanks to the many innovative ideas which the employees have implemented. Introduction In a rapidly changing business climate, Darwin's theory of survival holds equally true for corporations. It's not necessarily the big and strong who will ultimately survive but those who adapt the fastest to changing conditions. With long-term survival acting as a catalyst. PanCanadian Petroleum Limited. In the spring of 1990 embarked on changing its culture. The Company wanted to become less rigid by breaking down its structure and empowering mployees to react quickly to potential business opportunities. To achieve the transformation. TeamPro Services Ltd., an Alberta company specializing in CI implementations, was hired to assist PanCanadian line management in developing a new operating philosophy and implementation plan. The initial mandate was to involve the entire Production Division. There are a total of 480 employees within the Production Division, of which 405 are located in five field production districts. A resident Production Superintendent Supervises each district and reports to one of three Production Managers in Calgary. The majority of the production accounting work is done in the head office, which also provides most of the engineering support for the field operations. However, there are two or more engineers in each district reporting to Calgary-based Engineering Supervisors. The CI process which was launched in June 1990, has had a significant impact on how the Company does its business. The intent of this paper is to briefly describe the CI concepts and philosophy adopted by the Production Division, followed by a major discussion of the implementation plan with highlights of what worked well and what could be improved in similar situations.

Training engineering supervisors for small-scale irrigation development in Nigeria

Peoples' programme A very significant feature of the small-scale irrigation programme is that with a bit of ingenuity and tact it can be made a 'peoples' programme', and the community's active participation can be secured in its implementation. This will not only cut the costs of such schemes substantially, but will also encourage the people to think of these schemes as their own, which is very important to the success of any programme undertaken in the public sector. Obviously such a personal attachment is missing in any largescale project. Separate small-scale irrigation departments need to be set up in both the federal and state governments to encourage development. The benefits of small-scale irrigation should not be overlooked, and the The ultimate aim is the optimum use of the soil and water resources, and the adoption of appropriate technology within the framework of the particular socio-economic structure. Only the careful use of both surface and groundwater together will have a dramatic effect on increased food production. Small-scale schemes are attractive because the initial outlay involved is small, they can be executed quickly and yield quick results, they normally require no special expertise or equipment, and local expertise and resources (including human resources) can be easily mobilized for their execution. The disadvantages, however, are their cost of maintenance, their relatively short life, and the limited protection they afford. Because of the current funding constraints; the urgent need to curb food imports; the lack of well-trained, technical personnel and sophisticated construction equipment; and the need to make full use of our human and material resources; these smallscale schemes are often very appropriate. where large projects are suitable, and there are others where only small schemes are possible. Still others may offer a chance to blend the two. In the northern part of the country a large number of seasonal streams could be tapped by constructing small storage tanks made of earthen dams and their canal systems, while in the south numerous perennial streams could be harnessed by constructing masonry THE CONFLICTING roles of the large-scale and small-scale irrigation schemes in the green revolution programme, and the economics of such schemes, are often questioned. There should in fact be no conflict between these two types of schemes, because they are complementary to and not competitive with each other. In a large, geographically varied country like Nigeria, there should be ample scope for both. There are parts of the country

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Spectral lines: Shortage or underutilization?

In this column last month we touched upon the problem of underutilization of engineering personnel, suggesting, among other things, that it is at least partly the responsibility of the engineer to help design his or her own job. Specifically, we said that many engineers feel they are being used as technicians, and we suggested there's no better place to begin shifting the interface than at the interface itself. Shouldn't the engineer, and the engineering supervisor, take the initiative to upgrade the functions of both technician and engineer, we asked.

A Performance-Oriented Approach to Education

A program of continuing education for engineers is described. The stress is on educational activities that contribute to the on-the-job performance. The importance of specific educational goals and the responsibility of the engineering supervisor in developing and activating a performance-oriented educational program are emphasized.

Engineers Managing Engineers: A Practicable Principle of Uncertainty

Abstract Few engineers in supervisory positions have received formal training in the techniques of managing. This paper calls to their attention some of the peculiarities of engineers and recommends a philosophy of supervision which is designed for engineers' temperaments. The engineering supervisor is asked to discard the presupposition that engineers are like any other group of employees; he is asked to reject the popular concept of directing by political authority; and his subordinates are asked to assume more responsible, aggressive roles within their spheres. Introduction In recent years the position of the engineer in industry has undergone a transition. Because he brings a higher level of skill to his profession. greater performance is expected by his employer. As the engineering function has grown, many people with technical backgrounds have found their way into management positions. In consequence, engineers often are being supervised by engineers. Sound management is based on methods that have proved successful in practice. The current unusual rate of attrition from many oil companies, along with growing staff discontent, signals a warning that engineering management as traditionally practiced is not so sound. The supervising engineer has no universal set of rules prescribing a methodology for successful management practices-he operates by the principle of uncertainty. Although he may define the scope of the efforts of his subordinates, he is unable to quantify their motivations or productivity in tangible terms. His ability to elicit better performance from the staff depends on his ability to recognize and to react properly and promptly to a variety of human needs and characteristics. Characteristics and Demands Of Engineers According to the management literature. today's engineering supervisor has the challenge of directing an unusual type of employee. Engineers are described as being different from other employees. Barlow, Deutsch and Hinrichs have categorized engineers as types whose eccentricities are acquired in the process of attaining a disciplined, professional education. Some of the more common accusations are: engineers "are too factual", "are too introverted", "are not human relations oriented", "have a peculiar type of mind", "cannot adequately express themselves", "have limited perspective", "are perfectionists" and "are intolerant of non-engineering problems". One is led to believe that industry has acquired a group of prima donnas who could quite conceivably be more of a problem than an asset. Attitude surveys reveal that engineers generally are dissatisfied and frustrated with their work environment. They are antagonistic toward management and its concept of executive authority. French and Gatlin list these factors as causes for engineers' dissatisfaction: engineers consider themselves underpaid; they feel that their talents are misused and that they are forced into overspecialization; and they contend that many technical tasks are beneath their capability. Their education and value- orientation characteristics lead engineers to ask for the following in their job and work environment: better salaries, worthwhile and stimulating work. adequate facilities with technician help. association with high-caliber colleagues, a technically trained management, freedom in choosing problems. an organization with a reputation for scientific advancement, opportunity for advancement, job security, a location where formal education can be continued, treatment as individuals. freedom to publish and suitable living conditions. Barnes maintains that if a company attempted to provide in full measure each of these demands it could very well find itself in poor financial health. Of all the engineers' demands, recognition appears to be the most sought after reward. Unlike his fellow professionals-physicians, teachers and lawyers-the engineer is engaged in work that is submerged and anonymous. He rarely comes in contact with the public; his professional life is limited to association with fellow engineers. According to Cronstedt: "The recognition he receives and the social stature he acquires must come from sources other than public acclaim".As a consequence of this anonymity, Barlow claims that engineers become subject to many of the ills of group psychology: "The herd instinct shows itself as engineers try to draw strength and support from each other". JPT P. 288ˆ

Machiavellianism and industrial behavior.

A scale measuring Machiavellianism and Social Desirability was administered to 28 Engineering Supervisors working for the government and 30 working in industry in order to compare their responses and to relate their scores to those of previous standardization samples. There were no significant differences between Government and Industrial groups in either Machiavellianism or Social Desirability and no apparent differences between the total sample mean or median and those of previous college student samples. Implications of these findings are discussed in terms of needs for future research.

Influences related to time allocation of R & D supervisors

Four basic areas of possible influence have been investigated and found to bear some relationship to an engineering supervisor's allocation of time: the individual himself, in terms of his personal job interests and desires; his perception of his superior's desires in terms of time allocation; a set of role and task requirements manifest in his perception of how he ought to spend his time; and several structural characteristics of the organization. A clearer understanding of how an engineering supervisor allocates his time, in light of these pressures, would seem to be important if progress is to be made toward the more efficient utilization of engineering and scientific personnel.

Logic and Illogic in Engineering and Management

Illogic resulting from emotional thinking may be found at all levels of engineering. Typical instances are the NIH (not invented here) factor, wishful thinking, self-protection, and half-hearted compromises. Methods of the engineering supervisor or manager for filtering out the emotionally inspired illogic in order to reach clear decisions are presented. These range from defining the basic problem to making a balance sheet and weighing both tangible and intangible factors. Also discussed are some principles for removing the incentives for emotional thinking. One of the most prominent of these is the promotion of a desire to work for a common goal by organization which provides clear and nonconflicting responsibilities, and by increased identification with the company.